The importance of hard assets such as machines and capital declined relative to the importance of intangible assets such as intellectual capital, brands and talent. Corporate social responsibility and the war for talent escalated to a fundamental shift in the business environment, requiring organizations to adjust the way they manage employees. Despite what is known about the importance of managing talent in a corporate social responsible manner, the mining sector still struggles to fill key positions. A diamond mining organization in Southern Africa has recently undergone organizational alignment. Since the alignment, most of the operations became centralized. The purpose of the paper is to report on the perceived effectiveness of the implementation of a centralized talent management approach amongst various demographic groupings in order to promote equity and fair labor amongst the various demographic groups. A quantitative research approach using survey design was employed. Structured questionnaires were distributed to a random sample of 300 employees. Descriptive statistics to describe the data set, and a T-test and Analysis of Variances (ANOVAs)were used to test for statistically significant differences between the different demographic groups. A principal factor analysis was employed to identify common themes. Reliability was measured by using the Cronbach's alpha coefficient. The findings revealed that different demographic groups had significant differences in perceptions on the effectiveness of the talent management process. The most significant differences were based on gender, position in the organization and qualification. Though the organizational structural model has an influence on how talent management is implemented and on the perception of its effectiveness, the research highlights factors that contribute to successful implementation and ultimately promote equity and fair labor practices in its implementation: integration with other HR functions, clear definitions of talent and appropriate processes to identify talent, open communication and ownership of the program.
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